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11.4 Applications 293

Fig. 11.8 Process model obtained using heuristic mining. The C-net describes the handling of
invoices within one of the twelve provincial offices of RWS

twoinFig. 11.8), i.e., work was sent “back-and-forth” between different activities
and people thus causing delays.
The event log contains information about 271 resources, i.e., civil servants in-
volved in the handling invoices. Figure 11.9 shows the social network based on the
frequency of handovers (cf. Sect. 8.3.1). Figure 11.10 shows the same social net-
work, but now only for the 13 resources that executed most activities. RWS could
use these social networks to better understand how work is flowing through the
organization. This analysis showed that some project leaders considered invoice ap-
proval to be of low priority, not realizing that because of their slow reaction time
many invoices took more than 31 days. They were not aware of the impact of their
actions and agreed to give the invoice approval a higher priority thus speeding up
the process. See [106] for more information.